Enhanced Telecom Operations Map ( eTOM)sociallab.fer.hr/wordpress/wp-content/uploads/2017/10/... ·...
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Prof. Dr.-Ing. Christian Czarnecki [email protected] Enhanced Telecom Operations Map (eTOM) Information Systems in the Telecommunication Industry
Transcript of Enhanced Telecom Operations Map ( eTOM)sociallab.fer.hr/wordpress/wp-content/uploads/2017/10/... ·...
Prof. Dr.-Ing. Christian Czarnecki [email protected]
Enhanced Telecom Operations Map (eTOM)
Information Systems in the Telecommunication Industry
Hochschule für Telekommunikation Leipzig (HfTL) University of Applied Sciences, www.hft-leipzig.de/en.html
Agenda
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• Today’s Telecommunications Industry
• Business Process Framework (eTOM)
• Applying eTOM
The Telecommunication Industry has changed!
4
Changes of…
time
Com
plex
ity
Technology
Various Applications
Telephone
ISDN
Mobile
(D-Network)
Data
History of telecommunication: http://www.telekom.com/unternehmensgeschichte
TK-Unternehmen
Telco Companies
Source: Czarnecki 2013, S. 68
5
Challenges of Telco Companies
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PX2PX2
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PV1PV1
PX3PX3
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ProduktkomplexitätProduktkomplexität ProzesskomplexitätProzesskomplexität TechnikkomplexitätTechnikkomplexität
KOMPLEXITKOMPLEXITÄÄTT
MarktkomplexitätMarktkomplexität KundenstrukturkomplexitätKundenstrukturkomplexität KoordinationskomplexitätKoordinationskomplexität
Complexity
Market Customer structures Coordination
Product Processes Technology
Source: Detecon 6
What can we learn from general production approaches?
Typical general value chain: Provisioning of production
factors
Composition of semi-finished and finished
products Sales of products
Suppliers Production Sales
Telecommunication industry: Network OSS BSS
Source: Detecon 7
The production plan describes the activities to deliver a product.
Stückliste Bauanleitung
Kommissionierung entsprechend Stückliste
„Laufzettel“
Liste der zu vergebenden Ressourcen Liste von Arbeitsschritten (Ablaufplan)
Reservierung der Ressourcen +ggf. Festlegung der Variante
Liste durchzuführender Aktivierungen
Produktionsplantyp
Produktionsplaninstanz
Produktionsplantyp
Produktionsplaninstanz
General Production Telco Production
Bill of material
Construction plan
Picking according to bill of material
Production planning
List of required resources
List of required activities (workflow) Reservation of resources
Required manual activities
Configuration and activation
Product catalogue
Production plan
Source: Detecon 8
Telco Applications – High-level Structure
OSS hat besondere Bedeutung für die Flexibilität einer Telco
BSSBSS
NetzNetz
OSSOSS
Markt- und kundengetrieben Kurze Produktlebenszyklen Dynamische Reaktion auf aktuelle
Markttrends (Kampagnen, etc.) Zielsetzung: Effektivität in der
Kundenansprache
Technik- und kostengetrieben Mittel- bis langfristige Planung Strategische Entscheidungen zu
Technologien und Realisierung Zielsetzung: Effizienz in der Produktion
OSS muss zwischen BSS und Netz vermitteln und in beide Richtungen flexibel auf Änderungen reagieren können
Market and customer driven
Short product lifecycle
Dynamic reaction on market trends (e.g. campaigns)
Objective: effective management of customer relations
Technology and cost driven
Medium and long-term planning
Strategic decisions about technology and realization
Objective: efficient production
Intermediation between BSS and network
Flexible realization of changes
Network
Source: Detecon 9
From silo-oriented to integrated architecture
…
Silo-oriented Architecture Integrated Architecture
Product 1
BSS
Resource
OSS
Product 2
BSS
Resource
OSS
Integrated Offer
BSS
Resource
OSS
Resource Ressource
Process Process Process
===!"§Online
Source: Czarnecki 2013, p. 149 10
What is the TM Forum?
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The TM Forum is an international association for telecom operations and systems. It has around 900 member companies in 95 countries encompassing the most
important players in the whole telecom value chain. It has 3 primary roles:
Guidance/ Leadership – Providing the telecom industry with a common language and ways of seeing things to reduce fragmentation to a minimum
Best practices
Frameworks
Information
Training
Education
Benchmarks
Standards – Providing the telecom industry with standards to support cost savings during development and deployment
Interfaces
Contracts
Data models
Test specs and tools
Ecosystem – Providing the telecom industry with a capability for networking, enabling business flow and ideas exchange through conferences, webinars and online information exchange
Source: www.tmforum.org
http://www.youtube.com/watch?v=F_vveB-ruGU
TM Forum Introduction
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TM Forum Reference Models – specific for telecommunication industry
Deutsche Telekom Group
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Business Process Framework (eTOM 8.0)
Enterprise Management
Strategy, Infrastructure & Product OperationsFulfillment Assurance Billing &
Revenue Management
ProductLifecycleManagement
InfrastructureLifecycleManagement
Operations Support & ReadinessCustomer Relationship Management
Service Management & Operations
Resource Management & Operations
Supplier/Partner Relationship Management
Strategy & Commit
Marketing & Offer Management
Service Development & Management
Resource Development & Management
Supply Chain Development & Management
(Application, Computing and Network)(Application, Computing and Network)
Customer
Enterprise EffectivenessManagement
Knowledge & ResearchManagement
Enterprise RiskManagement
Strategic & EnterprisePlanning
Financial & AssetManagement
Stakeholder & ExternalRelations Management
Human ResourcesManagement
eTOM 8.0 Business Process Framework (eTOM) the process reference model for both strategic and operational processes
Information Framework (SID) a common reference model for enterprise information including entity relationship models Deutsche Telekom Group
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Shared Information and Data Model – SID: What is it?
Application Framework (TAM) a reference model that provides a common language to describe systems and their functions, as well as a common way of grouping them
Deutsche Telekom Group
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Telecom Application Map – TAM: What is it?
Integration Framework delivers a service oriented integration approach with standardized interfaces and support tools Deutsche Telekom Group
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FRAMEWORX –: What is it?
13 Source: www.tmforum.org
Statements from the market…
14 Source: TM Forum, Detecon’s Industry Insights
“The TM Forum standardized processes and architecture definitions […] enabled STC to jump
directly to industry best practices for process implementation.”
Maziad Al-Harbi, General Manager of the Network Services Solution, Saudi Telecom Company
“eTOM standard is a key part of Deutsche
Telekom’s IT strategy, allowing us to reduce both risk and costs.”
Steffen Roehn, former CIO, Deutsche Telekom
“The TM Forum standards (for processes
& architecture) helped Vodafone to build a
secure and flexible OSS, as well as a central
provisioning strategy” Albert Hitchcock, CIO, Vodafone Group
“Our new Business Process Framework is an essential driver and
key instrument for addressing our strategic goals, customer focus and
operational excellence.” Mansoor Al-Khater, Executive Director
Group Strategy, Qatar Telecom
Reference Model - Definitions
„A reference model – specifically: reference information model – is an information model used for supporting the construction of other models.” (Thomas 2006)
“Reference models are information models that are developed with the goal of being reused for different, but similar purposes.” (Becker et al. 2007)
The construction and application of reference models is called reference modeling (Referenzmodellierung). (vom Brocke and Fettke 2012).
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Agenda
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• Introduction
• Business Process Framework (eTOM)
• Applying eTOM
eTOM is a collection of processes that can be decomposed on different levels of detail.
17
Enterprise Mgmt.
Operations
Operations Support & Readiness
Fulfillment Assurance Billing
Strategy, Infrastructure & Product
Strategy & Commit
Infrastr. Lifecycle Mgmt.
Product Lifecycle Mgmt.
Marketing & Offer Mgmt.
Service Development & Mgmt.
Resource Development & Mgmt.
Supply Chain Development & Mgmt.
Customer Relationship Management
Service Mgmt. & Operations
Resource Mgmt. & Operations
Supplier / Partner Relationship Mgmt.
1.1.1.1 CRM - Support & Readiness 1.1.1.2 Customer Interface Management 1.1.1.3 Marketing Fulfillment Response 1.1.1.4 Selling 1.1.1.5 Order Handling 1.1.1.6 Problem Handling 1.1.1.7 Customer QoS/SLA Management 1.1.1.9 Retention & Loyalty 1.1.1.10 Bill Invoice Management 1.1.1.11 Bill Payments & Receivables Management 1.1.1.12 Bill Inquiry Handling 1.1.1.13 Charging 1.1.1.14 Manage Billing Events 1.1.1.15 Manage Balances
Selling
Manage Prospect
Qualify & Educate
Customer
Negotiate Sales
Acquire Customer
Data
Cross/Up Selling
Level 0-1 Level 2
Level 3
Source: Czarnecki, C., Winkelmann, A., Spiliopoulou, M. (2013) Reference Process Flows for Telecommunication Companies. An Extension of the eTOM Model. In: Business & Information Systems Engineering 04/2013; 5(2):83-96.
eTOM Decomposition
Logical Levels
Physical Levels
Defines Business Activities Distinguishes operational customer oriented processes from management & strategic process
Shows groups of related business functions and standard end-to-end processes (e.g. Service Streams)
Core Processes that combine together to deliver Service Streams and other end-to-end Processes
Decomposition of core processes into detailed „Success Model“ business process flows
Detailed operational process flows with error conditions and product and geographical variants (where required)
Further decomposion of detailed operational where required
Source: according to TM Forum (2015), Business Process Framework (eTOM): User Guidelines for the Business Process Framework, GB921 Addendum U, p. 25. 18
Market/Sales supports sales and marketing activities to gain business from customers and potential customers
Product is concerned with the lifecycle of products and information related to products lifecycle
Customer is individuals or organizations that obtain product from an enterprise
Service consists of information used to manage the definition, development and operational aspects of services provided
Resource consist of information used to manage the definition, development and operational aspects of network, as well as information and application resources
Enterprise represents information necessary to support the overall business
Entities Remarks
Entities as Structural Element
Market/Sales, Product and Customer
Service
Resource (Application, Computing and Network)
Supplier/Partner
Enterprise
19
The Framework differentiates Strategy and Lifecycle Processes (SIP) from the Operations Processes in two large process areas
They are differentiated because, unlike Operations, SIP Processes do not directly support the customer, are intrinsically different from the Operations Processes and work on different business time cycles
The third major process area is concerned with management of the enterprise itself
There are different internal and external entities that interact with the enterprise, as shown in the figure
eTOM‘s Three Major Process Areas Remarks
eTOM - Conceptual View (Level 0)
Strategy, Infrastructure & Product
Operations
- covering planning and lifecycle management
(associated with devolpment and delivery)
- covering the core of operational management
- covering corporate or business support management
Other Stakeholders Employees Shareholders
Enterprise Management
Customer
Supplier/ Partner
Source: TM Forum (2015), Business Process Framework (eTOM): Concepts and Principles, GB921 CP. 20
Functionally-related processes within the business are e.g. those involved in managing contact with the customer or in managing the supply chain
This structuring by horizontal functional process groupings is useful to those who are responsible for creating the capability that enables, supports or automates the processes
The horizontal functional process groupings can therefore often represent the CIO‘s view of the eTOM framework
Remarks
eTOM - Horizontal Level 1 Process Groupings
Enterprise Management
Strategy, Infrastructure & Product Operations
Other Stakeholders Employees Shareholders
Market / Sales
Service
Resource (Application, Computing, Network)
Supplier/ Partner
Customer
Supplier/ Partner
Product
Customer
Source: TM Forum (2015), Business Process Framework (eTOM): Concepts and Principles, GB921 CP. 21
End-to-end Processes are e.g. those involved in the overall billing flows to customers
This end-to-end view is important to those people who are responsible for changing, operating and managing end-to-end processes
These processes tend to span organization boundaries, and so the end-end effectiveness of theses processes is an area of concern to senior management and particularly the CEO
The vertical process groupings therefore often represent the CEO‘s view of the eTOM framework
Remarks
eTOM - Vertical Level 1 Process Groupings
Enterprise Management
Strategy, Infrastructure & Product Operations
Other Stakeholders Employees Shareholders
Customer
Supplier/ Partner
Fulfillment Assurance BillingProductLifecycleManagement
InfrastructureLifecycleManagement
OperationsSupport &Readiness
Strategy & Commit
Source: TM Forum (2015), Business Process Framework (eTOM): Concepts and Principles, GB921 CP. 22
Strategy & Commit is responsible for the generation of strategies in support of the Infrastructure & Product Lifecycle processes. It is also responsible for establishing business commitment within the enterprise to support these strategies
Lifecycle Mmgt. drive and enable core operations and customer processes to meet market demand and customer expectations
Infrastructure Lifecycle Mgmt. Is responsible for the definition, planning and implementation of all infrastructures and business capabilities and Product Lifecycle Mgmt. for products in the enterprise portfolio
Remarks
SIP - Vertical Level 1 Process Groupings
Strategy, Infrastructure & Product Product Lifecycle Management
Infrastructure Lifecycle Management
Strategy & Commit
Customer
Source: TM Forum (2015), Business Process Framework (eTOM): Concepts and Principles, GB921 CP. 23
SIP – Level 0-1
Product Lifecycle Management
Infrastructure Lifecycle Management
Strategy & Commit
Customer
Strategy, Infrastructure & Product
Market / Sales
Service
Resource (Application, Computing, Network)
Supplier/ Partner
Product
Customer
Source: TM Forum (2015), Business Process Framework (eTOM): Concepts and Principles, GB921 CP. 24
Fulfillment is responsible for providing customers with their requested products in a timely and correct manner
Assurance is responsible for the execution of pro- & reactive maintenance activities to ensure that services provided to customers are available and performing to performance levels
Billing is responsible for the collection of appropriate usage records, production of bills, for providing pre-bill use information and billing to customers and performing payment collections
OS& R is responsible for providing management, logistics & administrative support to FAB
Remarks
Operations – Vertical Level 1 Process Groupings
Customer
Operations Fulfillment Assurance Billing Operations
Support & Readiness
(OS&R)
Source: TM Forum (2015), Business Process Framework (eTOM): Concepts and Principles, GB921 CP. 25
Operations – Level 0-1
Customer
Operations
Fulfillment Assurance Billing Operations Support & Readiness
Market / Sales
Service
Resource (Application, Computing, Network)
Supplier/ Partner
Product
Customer
Source: TM Forum (2015), Business Process Framework (eTOM): Concepts and Principles, GB921 CP. 26
Setting and achieving strategic corporate goals and objectives Provide support services required by the entire business May interface with many strategic, infrastructure and operational
processes
eTOM – Enterprise Management
Enterprise ManagementStrategic & EnterprisePlanning
Financial & AssetManagement
Stakeholder & ExternalRelations Management
Knowledge & ResearchManagement
Human ResourcesManagement
Enterprise RiskManagement
Enterprise EffectivenessManagement
Source: TM Forum (2015), Business Process Framework (eTOM): Concepts and Principles, GB921 CP. 27
The level 2 business processes are derived from the logical intersection of process areas (columns) and functional process structures (rows).
Process flows can be developed at level 2.
Examples of level 2 processes:
Customer Interface Management
Selling
Order Handling
Problem Handling
Remarks
Process Decomposition – Level 2
Source: www.tmforum.org 28
The level 3 processes into which a level 2 process decomposes represent individual tasks that manage the lifecycle of the business entities.
The diagram depicts an example of a level 3 process.
The eTOM level 2 process "Problem Handling“ is decomposed into its sub processes: "Isolate Problem & Initiate Resolution", "Report Problem", "Track and Manage Problem" and "Close Problem".
Process flows can be developed at Level 3.
Remarks
Process Decomposition – Level 3
Source: www.tmforum.org 29
The level 4 processes into which a level 3 process decomposes represent individual tasks that manage the lifecycle of the business entities.
The diagram depicts an example of a level 4 process.
The eTOM level 3 process “Track and Manage Problem “ is decomposed into its sub processes: "Coordinate Customer Problem", "Cancel Customer Problem“ and "Engage External Service Supplier
Level 4 are described in GB 921 DX
Remarks
Process Decomposition – Level 4
Track & Manage Customer Problem
Coordinate Customer Problem
Cancel Customer Problem
Escalate/End Customer Problem
Engage External Service Supplier
Level 3
Level 4
Source: www.tmforum.org 30
Online Resources
31 Source: www.tmforum.org
Agenda
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• Introduction
• Business Process Framework (eTOM)
• Applying eTOM
How to use eTOM?
What Is eTOM? How to Use eTOM?
Enterprise Mgmt.
Operations
OS&R Fulfill- ment
Assur- ance
Billing
Strategy, Infrastructure & Product
Strategy & Commit
Infrastr. Lifecycle Mgmt.
Product Lifecycle Mgmt.
eTOM “Enhanced Telecoms Operations Map” eTOM “Enhanced Telecoms Operations Map”
Enterprise Mgmt.
Operations SIP
Level 1
Level43
to
Level 1 Level …
to
Market / Sales
Service
Resource (Application, Computing, Network)
Supplier/ Partner
Product
Customer
Process Framework
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Reference Process Flows (Level 0)
Management Support Domain
Fulfillment perspective
Demand perspective
Customer Domain
Customer Centric Domain
customer customer
Network Domain
Product Domain
Customer Centric Domain
which contains all relevant core value activities as an end-to-end orchestration, aligned to face different customer needs.
conflate basic functions which supports outbound sales and
enables sustainable customer relationship management
Is structured into 4 different end-to-end processes to cover the entire product lifecycle
divided into customer related and non-customer related end-to-end processes, contains the production processes of a Telco Carrier
contains all secondary support functions
Source: TM Forum (2015), Business Process Framework (eTOM): End-to-End Business Flows, GB921 Addendum E, p. 12. 34
Reference Process Flows (Level 1)
Demand perspective Fulfillment perspective
Trouble Ticket-to- Solution Activation-to-UsageData Domain
Customer Domain Customer Relationship Mgmt. Sales & Service Mgmt.
Managing Customer Experience
Managing Resource Integration Market
Market
Market
Market
Procurement IT Management External Relations
Corporate Mgmt & Business Excellence
Human Resources Management
Finance & Risk Management
Management Support Domain
Capacity Mgmt. Service Lifecycle Mgmt.
Resource Lifecycle Mgmt. Continuity Mgmt.
Production Order-to-Acceptance Network
Customer Centric Domain
Idea-to-Business Opportunity
Business Opport.-to-Launch
Decision-to-Relaunch Decision-to-Elimination
Product Domain
Individual Customer
Individual Customer
Usage-to-Payment
Complaint-to-Solution
Request-to-Change
Order-to-Payment Request-to-Answer
Problem-to-Solution Termination-to-Confirmation
Source: Detecon 35
Customer-centric Process Domain – Level 1-2
customer customer
CS: Complaint-to-Solution
UP: Usage-to-Payment
RC: Request-to-Change
OP: Order-to-Payment
RA: Request-to-Answer
TC: Termination-to- Confirmation
PS: Problem-to-Solution
Customer Contact
Provisioning
Billing
Product Selection & Specification
Offer Preparation
Order Processing
Change
Usage
Terminate
Request Handling
Analyze Trouble Solve Trouble
Analyze Complaint
Solve Complaint
Source: Detecon 36
The process „Order-to-Payment“ contains the customer interaction order to billing.
ource: Detecon
Handle customer contract Handle customer data Handle customer order Check creditworthiness Order monitoring Check order entry Initiation of production order Convert the customer
interaction Consider service / resource /
supplier partner layer Testing of services and
resources Activation of products Trigger to start data collection
for billing Generate & provide invoice Trigger to start ongoing
operation Order splitting Trigger to perform cross- or
up-selling activities
Tasks
Accepted offer Contract Inventory information Customer data Product elements, their relations and
constraints Suppliers, distributors, subcontractors, etc.
(SLAs)
Input Invoice Ready for service confirmation Hardware, firmware, software Order confirmation
Output
Rework rate Short cycle time between contract closure
and service usage (Time to Customer (TTC))
In-time delivery of different product elements Time of order handling Ability to offer seamless services
Reliability Availability of relevant resources (e.g.
services, CPE, field service rep, partners)
Critical Issues
Order-to-Payment
Source: TM Forum (2015), Business Process Framework (eTOM): End-to-End Business Flows, GB921 Addendum E, pp. 15-42. 37
Order-to-Payment – Level 2
1.1.1.1 CRM - Support & Readiness
1.1.1.2 Customer Interface Management
1.1.1.3 Marketing Fulfillment Response
1.1.1.4 Selling 1.1.1.5 Order Handling 1.1.1.9 Retention & Loyalty 1.1.1.10 Bill Invoice Mgmt 1.1.2.1 SM&O Support &
Readiness 1.1.2.2 Service Configuration
& Activation 1.1.3.1 RM&O Support &
Readiness 1.1.3.2 Resource Provisioning 1.1.4.1 S/PRM Support &
Readiness 1.1.4.2 S/P Requisition
Management 1.1.4.5 S/P Settlements &
Payments Management
eTOM Level2 Order-to-Payment
Operations Operations Support & Readiness
Fulfillment Assurance Billing & Revenue Mgmt
Customer Relationship Management
Service Management & Operations
Supplier/Partner Relationship Management
Resource Management & Operations
Supplier / Partner Interface Management
Retention & Loyalty
Customer Interface Management
CRM Support & Readiness
SM&O Support & Readiness
RM&O Support & Readiness
S/PRM Support & Readiness
Service Guiding & Mediation
S/P Settlements & Payments Management
Resource Data Collection & Distribution
Resource Provisioning
Service Configuration & Activation
S/P Problem Reporting & Management
S/P Performance Management
S/P Requisition Management
Resource Trouble Management
Resource Performance Management
Service Problem Management
Service Quality Management
Problem Handling
Customer QoS / SLA Management
Selling
Order Handling
Marketing Fulfillment Response
Bill Payments & Receivables Management
Manage Billing Events Charging
Resource Mediation & Reporting
Manage Workforce
Bill Inquiry Handling
Bill Invoice Management
Source: TM Forum (2015), Business Process Framework (eTOM): End-to-End Business Flows, GB921 Addendum E, pp. 15-42. 38
TM Forum YouTube Channel: http://www.youtube.com/channel/UCLKFQ99UR0KRtF3BTQzurOw
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eTOM – Recommended Literature
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Czarnecki C, Winkelmann A, Spiliopoulou M (2013b) Reference Process Flows for Telecommunication Companies: An Extension of the eTOM Model. Business & Information Systems Engineering 5:83–96.
Further Literature
41
Information System in General Alpar, P., Alt, R., Bensberg, F., Grob, H.L., Weimann, P., Winter, R.
(2014) Anwendungsorientierte Wirtschaftsinformatik. Strategische Planung, Entwicklung und Nutzung von Informationssystemen. Springer.
Laudon, K. C., Laudon, J. P., Schoder, D. (2010), Wirtschaftsinformatik – Eine Einführung, 2., aktual. Aufl., München 2010.
Becker, J., Schütte, R. (2004) Handelsinformationssysteme, Redline Wirtschaftsbuch.
Information Systems in the Telecommunication Industry Czarnecki, C. (2013) Entwicklung einer referenzmodellbasierten
Unternehmensarchitektur für die Telekommunikationsindustrie. Logos Verlag.
Kelly, M. B. (2003) The TeleManagement Forum’s Enhanced Telecom Operations Map (eTOM). Journal of Network and Systems Management, 11(1), S. 109–119.
Misra, K. (2004) OSS for Telecom Networks: An Introduction to Network Management, London, u. a.: Springer.
Bruce, G., Naughton, B., Trew, D., Parsons, M. und Robson, P. (2008) Streamlining the telco production line. Journal of Telecommunications Management, 1(1), S. 15 – 32.
Thank you for your kind attention. Any questions?
